Year: 2012
Type: dissertation
Abstract: In this dissertation I examine the establishment of corporate social responsibility\n(CSR) bureaucracies at corporations and I come to consider the CSR bureaucracy\nas a space for reflection within the corporation. In the face of charges that\nbureaucracies are inherently unethical and devoid of consideration for humanistic\nconcerns, I argue that within the large bureaucracy that is the corporation, the CSR\nbureaucracy can create a space in which tensions that arise from conflicting values\nand purposes can be identified, negotiated, and actions coordinated. I position this\ndissertation within the field of CSR, to which I introduce the Weberian distinction\nbetween formal and substantive rationality as means through which to identify and\ndescribe tensions that become apparent with the CSR agenda. This dissertation\ncontains four articles, two of which draw from the engaged scholarship approach.\nOne includes findings from a study I conducted as an action/intervention\nresearcher with a U.S. corporation during the period in which a CSR bureaucracy\nwas established. The other includes findings from a study of CSR focused MBA\ncourses I instruct in which reflection is a primary learning objective. The other\ntwo articles include findings from studies I conducted to explore the establishment\nof a CSR position to the top management teams of U.S. and Scandinavian\ncorporations.
Source: Econstor (Econstor)
Author: Robert Strand
Institution: Copenhagen Business School
Language: English
Subfield: Strategy and Management
Domain: Social Sciences
Open Access status: green
OpenAlex ID: W2324558162